Prince2-Foundation PRINCE2 Foundation Exam Questions and Answers

The Starting up a Project process

A fallback plan

An agreed change to the scope of a project

A change to a plan, within allocated tolerances, due to poor estimating

Corporate or programme management and Project Board

Project Board and Project Manager

Project Manager and Team Manager

Team Manager and external supplier

Enable a Project Board decision about the commitment of resources to a project

Enable an organization to understand the work that needs to be done to deliver a project's products before a project is approved

Establish solid foundations for a project

Enable the Project Board to decide whether it is worthwhile to initiate a project

Create and authorize the project mandate

Ensure that work on products allocated to the team is authorized and agreed

Control the day-to-day running of the project

Delegate day-to-day management of the project to the Project Manager

Product Description

Team Plan

Work Package

Stage Plan

Create and authorize the project mandate

Provide management control and direction

Control the day-to-day running of the project

Provide accurate progress information to the Project Manager

A measurable improvement that is perceived as an advantage by one or more stakeholders

The reason for the project

The result of the change derived from using the project's outputs

The project's specialist products.

Is a method specifically designed for technical projects

Provides for the efficient and economic use of management time

Includes many of the proven planning techniques, such as critical path analysis

Can be used to manage both projects and programmes

One

Two

Three

Four

Prepare the plan for the next stage

Assess any benefits that have already been realized

Produce a Benefits Review Plan to identify what benefits are expected

Check that all benefits are realized before closing a project

Business Case

Project Plan

Communication Management Strategy

Project Product Description

Prevent change to baselined products

Identify, assess and control any potential and approved changes to baselined products

Establish mechanisms to monitor and compare actual achievements against those planned

Assess and control uncertainty

Issue management

Quality inspection

Identification

Preparation

Provide the information required to confirm if it is worthwhile to initiate a project

Enable overall control of a project to be exercised by the Project Board

Establish the level of control required by the Project Board after initiation.

Provide sufficient information so that the current stage can be reviewed and the next Stage Plan approved

Starting up a Project

Initiating a Project

Managing a Stage Boundary

Directing a Project

Project Board

Project Assurance

Project Manager

Project Support

Assign work to be done and take corrective action to ensure that the stage remains within tolerance

Provide a fixed reference point at which acceptance for the project product is confirmed

Enable the Project Board to be provided with sufficient information to authorize the next stage

Enable the organization to understand the work that needs to be done to deliver the project's products

Only 1 is true

Only 2 is true

Both 1 and 2 are true

Neither 1 or 2 are true

quality

supplier

risk

product

Directing a Project

Controlling a Stage

Managing a Stage Boundary

Managing Product Delivery

Sign-off completed Work Packages

Ensure the Business Case is kept under review

Report progress to the Project Board

Ensure that work on products is authorized and agreed with the team

How lessons will be learned

How time-driven reports will be produced

Which management products will be baselined

Who is responsible for reporting on progress

Communication management approach

Quality management approach

Project plan

Initiation stage plan

To enable the project team to repeat successes from previous projects

To enable the project team to develop a business case for the project

To allow the project to be divided into management stages

To enable the project team to use tolerances to delegate authority

It maintains business as usual profitability

It provides a quality service to customers

It involves a team with different skills

It enables established and proven best practices

Detailed plans can be prepared closer to the time events will take place

the project board can delegate management of the project to team managers

The project can be authorized by the project manager on a stage by stage basis

The project brief can be updated towards the end of each stage

The senior user's responsibilities for realizing benefits

Statements of actual versus forecast benefits at reviews

The management actions needed to ensure benefits are realized

No specific documents related to benefits are necessary

Develop the corporate quality management system as part of the Project Initiation Documentation

Prepare the plans for the subsequent stages

Summarize how the organization's project management method will be tailored for the project

Request authority from corporate management to deliver the project

a corporate

a temporary

an external

a technical

An exception

A dis-benefit

An off-specification

A risk

Benefits Review Plan

Programme Plan

Team Plan

Project Brief

The work packages are defined by the team manager and supported by a team plan

the work packages provided by the project manager are agreed by the team manager

The team plans are checked by project assurance against the work packages

The stage plan covering the work packages is created with input from the team manager

Document the project's acceptance criteria in the Project Product Description

Define the quality responsibilities of those involved in the production of the products

Produce quality records to show that the planned quality activities have been carried out

Maintain the corporate organization's quality management system

Corporate, programme management or customer

Project board

Project manager

Project assurance

To identify which role is responsible for producing the business case

To identify the project's outputs

To establish the controls to manage changes that may impact the project benefits

To establish a viable investment proposition

Whether a risk may cause the project to exceed its cost tolerance

Whether a risk may affect the project-level quality tolerances

Whether a risk may impact the underlying technical assumptions

Whether a risk may alter the project's business justification

To manage the team managers and project support

To ensure production of the project's outputs

To ensure effective communication with external stakeholders

To implement the change control approach

Once, for the whole project

For each delivery stage in the project

Whenever the project board meets

Twice, for initiation and for the rest of the project

Team Plan

Stage Plan

Benefits Review Plan

Project Plan

Project board, project manager and project assurance roles

Directing, managing and delivering levels

Business, user and supplier interests

Corporate, programme management or the customer parties

To tailor the project’s products and roles so that the project suits the circumstances

To respond to the project mandate by starting up a project

To provide an interface between the project and corporate management

To ensure the stage products are delivered to the stated quality standards

The uncertainty expressed as a negative or favourable occurrence

The issue which is affecting the project and has resulted in a risk

The impact(s) on the project objectives should the threat or opportunity occur

The change in the status of a risk in response to actions taken to control it

To review and approve a project mandate

To ensure corporate or programme management has an interface to the project

To define how risks, issues and changes will be managed

To obtain approval for completed products

To create and authorize the project mandate

To ensure that work on products allocated to the team is authorized and agreed

To control the day-to-day running of the project

To delegate day-to-day management of the project to the project manager

A project plan

Tolerances

An Issue register

Highlight reports

Allocating a budget to investigate issues

Reviewing risk management practices to ensure that they are performing effectively

Sending information to stakeholders about risks to the projects

Resolving conflicts between the project and the programme board

Create an Exception Report

Create a Highlight Report

Raise an issue

Grant a concession

Executive

Senior user

Senior supplier

Project assurance